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This case examines the role of Christian churches as institutional actors within Papua New Guinea’s governance and service delivery landscape. It discusses their existing capabilities to engage in advocacy and policy related work, as well as to function as a partner of government in the delivery of social services. In so doing, it looks at the interplay of endogenous change processes and the development of capabilities to see how this has translated into the performance of various church-based institutions and the capacity of the church sector as a whole.
Source: Hauck, V., A....
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Citizens grading government agencies for performance and publishing the results in the mass media: this is the essence of the report card methodology initiated by the Public Affairs Centre in Bangalore. The centre conducts client satisfaction surveys among lower income groups, assessing their approval of public service providers such as electricity and water supply departments. The findings are publicly shared as report cards, setting new standards of public accountability. A credible methodology of surveying, tabulation and quantitative analysis underpins the...
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Since 1996, Estonia has been using foundations as a legal and institutional mechanism to support national policies and programmes in areas as diverse as the environment, infrastructure development, facilitation of exports, entrepreneurship and foreign investment, educational reform, social integration, information technology, and preservation of art and culture.
While the jury is still out on the impact of foundations on national development, the case does offer food for thought, both in terms of the merits of providing targeted capacity development support to them,...
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Ten years ago, the Brazilian Municipality of Porto Alegre created an innovative system to manage municipal funds: people join officials and locally elected leaders to decide on investment priorities, actions and public works, and build a participatory budget.
The results demonstrate that community involvement, transparency and accountability can improve the effectiveness of public expenditures. Concrete changes have come to Porto Alegre, along with a revival of the sense of citizenship and the realization that it is possible to actively participate in public ...
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The work plan below builds on LenCD’s results framework as laid out in the UNDP project document. Areas in the workplan that are currently not covered but essential or desirable are in red italic font and shaded in grey. These indicate where LenCD partners are particularly invited to engage for the global knowledge commons on Capacity Development while not excluding other areas where collective energy may surge.
Overview
For LenCD 2009 has been a year of achievements which were possible due to a sustained commitment by several LenCD core partners, including GTZ, UNDP, WBI and the DAC....
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Overview results framework
PRACTICE
Regional initiative effectively promoted, supported and connected and strategic opportunities and priorities identified
Interface and systems to close the learning loop functional and synthesis products available
Capacity Development Learning Initiatives (CDLI) on country effectively supported (in 2009 at least 2 events in Africa, possibly more depending on demand and available resources)
Regional knowledge exchange and integration into mainstream supported (at least 1 event in Africa)
EVIDENCE
Develop a LenCD CD...
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The Learning Network on Capacity Development (LenCD) is an informal network aimed at supporting the emerging global community of practice around capacity development. The strategy 2009-2011 is to promote concrete practice change on the ground, to distil and disseminate lessons, and to bring relevant knowledge back to inform policy decisions.
LenCD’s work programme will start modestly and grow around 4 strategic pillars: (1) Practice, (2) Evidence, (3) Policy, and (4) underpinnings to make it happen.
(1) PRACTICE - Support regional and...
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LenCD is an informal and open Learning Network on Capacity Development. It is a network of individuals and organisations sharing a common interest in improving capacity development practice.
The network aims to promote and facilitate sharing of lessons and learning on capacity development and promote changes for better practice at the global, regional and local levels. Its specific strategic objectives are to:
Strengthen evidence and facilitate dissemination of good practice
Facilitate collective initiatives and processes needed to close “learning loops” and promote...
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LenCD CHARTER
(Adopted at Kigali, Rwanda 11/02/2011)
LenCD is an open Learning Network on Capacity Development that supports an evolving community of practice at the global, regional and local levels
I. Background
Capacity Development (CD) has moved high on the international agenda. As many development partners, policy makers and practitioners implement CD programs, they continue to face the challenge of how to approach and support the sustainable development of country capacities to plan, implement and manage their own development strategies. This implies a widespread...
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Executive Summary
Since the Paris Declaration of 2005 and Accra Agenda for Action in 2008 there has been growing recognition that capacity development (CD) is a multi-dimensional process that goes far beyond knowledge and skills transfer at the individual level to embrace whole organisations, sectors and systems, and the culture and context within which they all exist[1]. Training has long been a central element of many CD and Technical Cooperation (TC) programmes, but studies have consistently shown that past practices have not been as effective as expected. In particular, the...
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